What does it take to be truly Five Star? Forbes Travel Guide (formerly Mobil) recently released its five star restaurant rankings for 2010. Not surprisingly, only 21 restaurants achieved a five star rating. Restaurants, hotels and spas work for years to achieve a five star rating but it is only then that the real work begins – to maintain the high levels of service required to stay at five star. The effort required often as great or more that getting their in the first place. Why is that? For one thing organizations battle a type of let-down when they achieve their goal. No longer are you battling the natural forces of change but also the attitudinal forces that declare, “We’re number 1!”
I presented a Five Star Client Service to a firm in the west recently and as part of their 8-week follow up they did some really interesting things that are not only helping to achieve true five star service but also holding themselves accountable to their clients. Each week following the initial day of training small groups are a required to meet to discuss how they and the firm can improve their service quality. One group decided to do something a little different. They decided to hold their meetings in different locations in order to connect better with each other and their clients. One week they decided to meet in a tent in one of the associate’s backyard and another week poolside at a hotel near their office. They report the temperature was a balmy 24 degrees! The one that really captured my attention was the week they met a client’s business who restored old World War II airplanes. Not only did they get the chance to connect with the client but were also able to tell them about their firm’s commitment to giving them the absolute best client service. It was a great exchange and the client was excited to learn more.
If you and your firm desire to achieve a higher level of service then I encourage you to look at Five Star Client Service as an option. It not only provides great relationship building time for the associates of your firm but with your clients as well.
When we talk about a High Trust organization we relate it to Five Star Client Service. In order to provide excellent external client service, we have to give the very best internal client service. Part of giving excellent internal client service as it relates to our co-workers is to have the High Trust organization. So what does that look like? What does it feel like to be a part of a firm that is High Trust? What are the characteristics displayed in these firms? I want to hear from those of you who have this type of firm.
On the other hand, what if you do not have a High Trust organization? Is it possible for one person or a group of people to change the culture of an entire firm? Do those people still exist who are willing to let go of the fear, let go of the apathy and do something about the culture of the place they spend more time than at home? If they do exist, please share with us how and what you are doing to make a difference in your firm.
Rainmakers are Leaders in an Accounting Firm
Do you want to grow people in your firm who know about leadership or do you want to grow people who can lead? That is the central question answer in your succession planning. If you want to grow people who know about leadership, you should plan to sell your firm to one with great leaders. If you want to remain independent you must grow people who can lead.
While parenting is the most important role that any of us can ever play, leadership is a very close second. Both parenting and leadership allow you to change lives and make a difference forever. Leadership will sustain your firm beyond the founders and current leaders.
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Accounting firms are absolute experts in relating spending decisions to business issues. However, regarding marketing dollars many accounting firms become reluctant to take firm stances on budgets. CPAs and CAs that have admitted this reluctance to me also confess that they are uncomfortable about the uncertainty involved with tying marketing expenditures to predictable results.
We all wish that allocating X amount of funds guaranteed Y amount of fees. (more…)
Most accountants are focused on making sure things are done ‘right’. They will go to great lengths to make sure the report is consistent, the technical documentation is impeccable, and the audit engagement is beyond repute and rightly so as it needs to be. However, when it comes to holding staff and themselves accountable, developing new business, or talking to clients in meaningful and valuable ways accountants by and large miss out on opportunities to grow their business. As a result accountants management capabilities as a general rule are ahead of their leadership skills. Levelling the playing field can accomplished by effort and taking the time and making a serious committment to improving in leadership areas that will contribute to making your firm more successful. There are few things more urgent and critical for true leaders than being able to generate revenue for your business. When you do this this you are also helping your clients at the same time….Selling is Helping.
